Journal Article•
Cultural Fits and Misfits: Is ERP a Universal Solution?
TL;DR: This work states that ERP implementation is more complex due to cross-module integration, data standardization, adoption of the underlying business model (“best practices”), compressed implementation schedule, and the involvement of a large number of stakeholders.
Abstract: E RP software packages that manage and integrate business processes across organizational functions and locations cost millions of dollars to buy, several times as much to implement, and necessitate disruptive organizational change. While some companies have enjoyed significant gains, others have had to scale back their projects and accept minimal benefits, or even abandon implementation of ERP projects [4]. Historically, a common problem when adopting package software has been the issue of “misfits,” that is, the gaps between the functionality offered by the package and that required by the adopting organization [1, 3]. As a result, organizations have had to choose among adapting to the new functionality, living with the shortfall, instituting workarounds, or customizing the package. ERP software, as a class of package software, also presents this problematic choice to organizations. The problem is exacerbated because ERP implementation is more complex due to cross-module integration, data standardization, adoption of the underlying business model (“best practices”), compressed implementation schedule, and the involvement of a large number of stakeholders. The knowledge gap among implementation personnel is usually significant. Few organizational users underChristina Soh, Sia Siew Kien, and Joanne Tay-Yap
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TL;DR: The results from the field survey of 34 organizations show that ERP implementation success significantly depends on the organizational fit of ERP and certain implementation contingencies, which indicates that the root of such high failure rate is explored from an "organizational fit" perspective.
1,227 citations
TL;DR: An integrated theoretical model is developed that posits that knowledge transfer is influenced by knowledge-related, motivational, and communication-related factors and suggests that all three groups of factors influence knowledge transfer.
Abstract: Enterprise resource planning (ERP) systems and other complex information systems represent critical organizational resources. For such systems, firms typically use consultants to aid in the implementation process. Client firms expect consultants to transfer their implementation knowledge to their employees so that they can contribute to successful implementations and learn to maintain the systems independent of the consultants. This study examines the antecedents of knowledge transfer in the context of such an interfirm complex information systems implementation environment. Drawing from the knowledge transfer, information systems, and communication literatures, an integrated theoretical model is developed that posits that knowledge transfer is influenced by knowledge-related, motivational, and communication-related factors. Data were collected from consultant-and-client matched-pair samples from 96 ERP implementation projects. Unlike most prior studies, a behavioral measure of knowledge transfer that incorporates the application of knowledge was used. The analysis suggests that all three groups of factors influence knowledge transfer, and provides support for 9 of the 13 hypotheses. The analysis also confirms two mediating relationships. These results (1) adapt prior research, primarily done in non-IS contexts, to the ERP implementation context, (2) enhance prior findings by confirming the significance of an antecedent that has previously shown mixed results, and (3) incorporate new IS-related constructs and measures in developing an integrated model that should be broadly applicable to the interfirm IS implementation context and other IS situations. Managerial and research implications are discussed.
1,217 citations
TL;DR: A critical analysis of the literature reveals that information privacy is a multilevel concept, but rarely studied as such, and calls for research on information privacy to use a broader diversity of sampling populations and to publish more design and action research in journal articles that can result in IT artifacts for protection or control of information privacy.
Abstract: Information privacy refers to the desire of individuals to control or have some influence over data about themselves. Advances in information technology have raised concerns about information privacy and its impacts, and have motivated Information Systems researchers to explore information privacy issues, including technical solutions to address these concerns. In this paper, we inform researchers about the current state of information privacy research in IS through a critical analysis of the IS literature that considers information privacy as a key construct. The review of the literature reveals that information privacy is a multilevel concept, but rarely studied as such. We also find that information privacy research has been heavily reliant on studentbased and USA-centric samples, which results in findings of limited generalizability. Information privacy research focuses on explaining and predicting theoretical contributions, with few studies in journal articles focusing on design and action contributions. We recommend that future research should consider different levels of analysis as well as multilevel effects of information privacy. We illustrate this with a multilevel framework for information privacy concerns. We call for research on information privacy to use a broader diversity of sampling populations, and for more design and action information privacy research to be published in journal articles that can result in IT artifacts for protection or control of information privacy.
1,068 citations
TL;DR: A novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process is presented, based on a comprehensive analysis of ERP literature combining research studies and organisational experiences, which illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.
1,020 citations
TL;DR: Empirical and theoretical support is provided for the use of managerial interventions, such as training and communication, to influence the acceptance of technology, since perceived usefulness and ease of use contribute to behavioral intention to use the technology.
926 citations
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TL;DR: The impact of information stickiness on the locus of innovation-related problem solving is explored and it is found that when sticky information needed by problem solvers is held at one site only, problem solving will be carried out at that locus, other things being equal.
Abstract: To solve a problem, needed information and problem-solving capabilities must be brought together. Often the information used in technical problem solving is costly to acquire, transfer, and use in a new location-is, in our terms, "sticky." In this paper we explore the impact of information stickiness on the locus of innovation-related problem solving. We find, first, that when sticky information needed by problem solvers is held at one site only, problem solving will be carried out at that locus, other things being equal. Second, when more than one locus of sticky information is called upon by problem solvers, the locus of problem solving may iterate among these sites as problem solving proceeds. When the costs of such iteration are high, then, third, problems that draw upon multiple sites of sticky information will sometimes be "task partitioned" into subproblems that each draw on only one such locus, and/or, fourth, investments will be made to reduce the stickiness of information at some locations.
Information stickiness appears to affect a number of issues of importance to researchers and practitioners. Among these are patterns in the diffusion of information, the specialization of firms, the locus of innovation, and the nature of problems selected by problem solvers.
3,828 citations
"Cultural Fits and Misfits: Is ERP a..." refers background in this paper
...Hippel [ 2 ] has suggested that where the information is sticky, the optimal strategy is to place the locus of problem-solving with the sticky source, in this case, the key users....
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01 Jan 2000
TL;DR: In this article, the authors provide a theoretical framework for analyzing the business value of enterprise systems, both retrospectively and prospectively, and identify the key characteristics of enterprise system, discuss the reasons companies do and do not adopt them and summarize arguments about why enterprise systems are an important topic for research.
Abstract: 173 For some 20 years after John Dearden wrote these words, history proved him right. Today, however, there is a booming market for software packages claiming to provide a total, integrated solution to companies’ information-processing needs. Even companies that choose not to adopt such packages are pursuing aggressive strategies of systems integration by redeveloping custom software and adopting technologies such as data warehousing. Integrated enterprise systems deserve serious research attention because of their great potential for financial, technical, managerial, human, and strategic benefits, costs, and risks. This chapter provides a theoretical framework for analyzing, both retrospectively and prospectively, the business value of enterprise systems. We first describe the historical context in which enterprise systems emerged. Next we identify the key characteristics of enterprise systems, discuss the reasons companies do and do not adopt them, and summarize arguments about why enterprise systems are an important topic for research. We then analyze enterprise systems in terms of the concept of success. We argue that the many facets of success create difficulties for
1,349 citations
TL;DR: In this paper, the authors present a model of the implementation process for dedicated packages and describe a research project to test the model undertaken with the cooperation of a major computer vendor, and the results of the study offer some support for the model, along with suggestions for package implementation for both the customer and package vendor.
Abstract: This article presents a model of the implementation process for dedicated packages and describes a research project to test the model undertaken with the cooperation of a major computer vendor. Data were collected from y8 individuals in 18 firms using the package and from the package vendor. The results of the study offer some support for the model, along with suggestions for package implementation for both the customer and package vendor.
204 citations